By Jared Cheselske
via O2X
There are literally hundreds of publications and podcasts discussing the many facets of leadership in the fire service. Articles, videos, and seminars plumb the depths of leaders, identifying who they are and how they got there, and probe the elusive secrets to their success.
The key to becoming a leader is hotly debated. Does rank make you a leader? Is it an appointment? A bestowal of authority? Is leadership a skill we can learn or is it an attribute gifted by nature to a select few? The theories are endless. Those with aspirations to be a “leader” are anxious to know: What path have others taken to achieve these lofty heights and how quickly can I get there myself?
Consider this: The traditional climb up the ladder or the rung you’ve landed on is not what makes you a leader at all. True leadership is an inside job.
When I started my fire service journey over 28 years ago, I didn’t spend a lot of time thinking about what kind of internal fortitude it might require to safely and effectively lead men and women into and through some of the most dangerous situations known to our profession. Raging wildfires, complex high-rise emergencies, hazmat incident responses, and critical medical incidents were all a part of the landscape. Nevertheless, I hadn’t considered whether I possessed the attributes that would help me rise to the occasion for those who needed me to be my very best in the most crucial moments. Later in my career, as I reflected on my responsibilities as a fire captain, I realized that the vital lessons I’d learned in the U.S. Army were ultimately the most effective lessons that would carry me through military combat during the Gulf War in 90-91{Desert Storm} and my career in the fire service.
My lessons began in the fall of 1989 in United States Army boot camp at Fort Benning, Georgia. Two weeks into 16 weeks of hell, I was so homesick I couldn’t see straight. Reveille was a grating alarm clock with no snooze button, my boots felt heavier every day, and my mind perpetually drifted to another place and time. My drill instructor took notice of my pathetic state. He had seen it time and again; a homesick kid, feeling sorry for himself and falling behind. He pulled me aside and in a gruff yet compassionate voice said to me: “Home will be there when you get done here. This is your time to prove something to yourself.”
My 19-year-old brain could think of a million reasons to push that admonition aside. I mean really…what did I have to prove to anyone, especially myself? Try as I might to push them away, those words sank down deep. That drill instructor’s challenge wrapped itself around my heart and my mind and I committed to dig deeper than I ever had. Every day, every task, every challenge, and every discomfort was an opportunity for me to show myself what was possible. Those who wanted to keep up with me (or beat me) were drawn to the challenge. They had to dig deep, too. We pushed ourselves and each other, and at the end of the 16 weeks of boot camp I graduated as the honor graduate of our class.
As I look back on boot camp, I realize that experience laid the groundwork for the way I’d lead myself and others going forward. Here are a few of the lessons I learned along the way.
ACCEPTANCE
Accept yourself and others. Recognize what strengths you can leverage and be honest and compassionate with yourself about your areas of opportunity. And then…do that same thing with others. See the good in each of them and accept that they, too, will have areas of opportunity.
You won’t always have the ability to choose who bids into the station, but you can always choose who you work with. You have the responsibility to lead everyone under your command even if you don’t want to. A true leader meets every individual where they are and works to inspire them to be a better version of themselves. One of the key skills that sets you apart will be your ability to not only work with every type of personality, but to bring out the best in them. When people genuinely feel that they belong and are accepted, they perform better and they make you look good. It’s a fact!
DO AS I DO
Lead by example…in and out of the station. Whether you are a probationary firefighter or department chief, someone is watching and learning from you. Operate with integrity, be prepared, and be fit for duty, both physically and mentally. Carve out time for professional development and master your craft. When others see your discipline and commitment to excellence, and the way you manage yourself in a positive way, they are naturally drawn to you, especially under stressful and difficult situations. Leading by example builds a culture of trust and respect as does holding clear boundaries. Know when it’s the right time to say “no” and stick to it.
CREW EATS FIRST
Make sure the needs of your command are met first, oftentimes before your own. Putting the needs of your command first shows you care and instills a deep sense of value to the individual and to the team. Your team will naturally become more productive and loyal to you and the organization you represent. Yes, officers out there reading this…the crew should really eat first.
BE APPROACHABLE
Foster a relationship of mutual trust. Don’t take yourself so seriously that you can’t have fun and laugh at yourself. More importantly, be a good listener. Be open to input and feedback and be fair-minded in your interactions with others. When missteps and mistakes occur, remember that those are growth opportunities and your ability to coach through those moments in a positive way will allow for the individual and the crew to learn and quickly move on. Remember back to when you looked up to the older firefighters. You probably admired their confidence, wealth of knowledge, and their calm demeanor in the most chaotic of situations. Remember that you have the opportunity to take someone under your wing, show them the things you’ve learned, and pass on invaluable skills and knowledge.
KNOW YOURSELF
We spend only a third of our lives as first responders and two-thirds doing something else. There’s more to you than what you do for a living. Don’t let the job be your identity. Develop relationships, hobbies, and interests outside of the job. Explore and develop skills that will serve you outside of the job and well into retirement.
KNOW WHEN IT’S TIME TO GO
Recognize the right time to prepare for a promotion, bid to another station, or commit to a retirement date. Well-meaning colleagues may try to tell you when the “right time” is for you, but be in tune with your internal compass, the needs of your family, and what makes sense for your financial plan over the long term. Don’t allow your decisions to be driven by pride or ego. And, as that retirement date looms in the distance, when your love of the job starts to fade and the desire to stay behind in the recliner instead of being first to the call overwhelms you, then it may be time to let go and move on…both for your own well-being and for that of your crew. Know when it’s time to go—for good.
Ultimately, leadership starts far before the promotion and perhaps even long before we decide what profession to pursue. Leadership is activated when we commit to lead ourselves. It takes discipline. We may know we are on the path of true leadership when we take ownership of our choices and behavior and commit to giving the very best we’ve got while inspiring the very best in others.
Jared Cheselske is an O2X lead instructor and United States Army combat veteran who served in Iraq during Desert Shield/Desert Storm. He also has a total of 27 years in the fire service, 21 of those years being with the City of San Diego (CA) Fire Department. He has been a Captain with the department for over a decade and is currently assigned to Station 21 in Pacific Beach. He has spent most of his career at double houses where he has specialized in truck company operations. He is also on his department’s peer support team, helping fellow firefighters in times of emotional crisis.
O2X Human Performance provides comprehensive, science-backed programs to hundreds of public safety departments, federal agencies, and the military. O2X works with clients to elevate culture, improve mental and physical wellbeing, support healthy lifestyles, and reduce healthcare costs associated with injuries and illnesses. Driven by results and cutting-edge research, O2X programs are designed and delivered by a team of Special Operations veterans, high-level athletes, and hundreds of leading experts in their respective fields of human performance.
